No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
What can project management learn from considering sustainability principles
... Indeed, different sets of institutional actors push in different directions, exacerbating existing paradoxes or creating new contradictions, rather than resolving them Sabini & Paton, 2021). Very often a win-win solution is proposed (Carvalho & Rabechini, 2017;Gareis et al., 2011;Martens & Carvalho, 2016;Yuan, 2017) that privileges the economic aspect and emphasizes the business case. In this burgeoning literature, there are some growing considerations on how decision makers (i.e., project managers) approach sustainability issues (Silvius & Schipper, 2020;Silvius et al., 2017); however, very few reflections address the nature of the tensions decision makers face. ...
... The project management literature identifies several reasons for adopting sustainable business practices into a project, including in particular: the moral imperative (Silvius et al., 2013), organizational resilience (Perrini & Tencati, 2006), the organization's economic prosperity (Gareis et al., 2011), long-term performance (Russell & Shiang, 2013), and improving technological performance (Brent et al., 2007). However, one of the most popular bases to justify the adoption of sustainable business practice is the economic one. ...
... However, one of the most popular bases to justify the adoption of sustainable business practice is the economic one. The consideration of sustainable objectives in relation to a positive economic effect is a common denominator in both general management (Schaltegger et al., 2019;Whelan & Fink, 2016) and project management studies (Brook & Pagnanelli, 2014;Carvalho & Rabechini, 2017;Dalcher, 2012;Gareis et al., 2011;Herazo et al., 2012;Martens & Carvalho, 2016;Russell & Shiang, 2013;Yuan, 2017). The argument for this resides in the classical economic motive, whereby those who consider sustainability while implementing projects obtain a better economic performance. ...
Professions are undergoing a significant change in how they integrate environmental and social objectives into their core values. This article examines the situation in which those working in the project management profession are expected to work under contradictory sustainability constraints. In this article, we investigate the tensions project managers experience when addressing sustainable objectives. Results show that when tensions arise over sustainable objectives (temporality of objectives, organizational barriers, and lack of control), they are addressed only when anchored to an economic one in the form of a business case for sustainability. We also find that when matching traditional project objectives with sustainable ones is not possible, practitioners enact a set of reactions characterized as greenwashing, it can’t be one person, no space for sustainability in my job, other actors involved, or pushing back, depending on the specific project context. Adopting the paradox theory lens, we provide an alternative approach to the business case for sustainability. The practical contribution of this article lies in suggesting the need to find strategies to embrace paradoxical situations and we provide some suggestions to illustrate this.
... This diversity in interpretation can also be noticed in the social dimension and environmental dimension. For Gareis et al. (2011) the social dimension is about, "security, equal opportunities, social justice, health and education" (p.61). Joseph and Marnewick (2016) emphasis that, "the social dimension refers to the communities in which organisations operate, as well as the employees of an organisation" (p.531). ...
... It is remarkable that most (78%) of the texts refer to the principles of sustainable project management from the publications explicitly involving the ideas of the authors and Gareis et al. (2011). 13 publications refer to the principles from the author , who developed their own sustainable project management principles. ...
... 13 publications refer to the principles from the author , who developed their own sustainable project management principles. Twelve publications refer to the authors Gareis et al. (2011), who focus in confronting six sustainability characteristics with the project management processes and methods. All principles established so far can be found or synthesized in the nine principles from Silvius and Schipper (2016, pp.11-13) and will be briefly described in the following. ...
Sustainability is a concept that has increased in popularity constantly over recent years. During this time, the discipline of project management begun to focus on sustainability, but literature shows that the topic of sustainable project management is still incipiently explored. Therefore, the goal of the chapter is to identify connections between sustainability and project management, which is achieved through the literary review of 46 different texts. These sources were analyzed using a bibliometric analysis and a qualitative content analysis. As deductive and inductive derived categories “definition project management,” “definition sustainability,” “definition sustainable project management,” “affected areas,” “principles of sustainable project management,” and “project manager” were defined. In order to develop the profession of sustainable project management, focusing upon the verification of theoretical findings with empirical research is suggested.
... More is needed than internal changes and adapted management systems for companies to accelerate their approach to sustainability [2] since the concept is not just important for business but also incredibly complex. The importance of sustainable development has been acknowledged by the European Union when EU representatives signed the Rio Declaration and engaged in developing a cross-sectoral sustainable development strategy [3]. ...
... The Sustainable Development Strategy of the European Union, adopted by the European Council in the year 2006, addresses in an integrated manner economic, social, and environmental issues, in accordance to the objective of life quality continuous improvement and well-being for current and future generations [4]. Sustainability requires integration of economic, social, and environmental perspectives [3]. Adopting a sustainable initiative does not ensure success [5], but it is used as a fundamental objective of development and can make organizations, regions, and countries stronger and more competitive. ...
... Concz et al., mention that optimized, win-win solutions, adapted for specific situations and conditions can make the concept of sustainability operational, in some cases are required new types of technologies that ensure the transition to sustainable practices [2]. The economically viable development principle is achieved when companies remain competitive, innovative, and resilient, focusing on economic success, not just on financial results [3]. Power quality generates short-, mid-, and long-term effect on businesses. ...
In a context with an increased level of competitiveness, companies are more and more interested in aspects concerning sustainable development. The implications of inadequate power quality (PQ) can determine important financial losses and influence companies’ sustainable development through the generated effects. This article aims to facilitate the management of PQ by proposing a method for estimating the economic consequences of a poor PQ, with priority for the disturbances with significant economic effects. To determine the total cost for each type of PQ perturbation that may occur a classification of cost categories was made such as interruptions, process slowdowns, equipment failure, equipment downtime, reduced energy efficiency, lower product quality, lower labor productivity, and other indirect costs. Each PQ disturbance affects the final end-user differently. For calculating the total value for each type of PQ issues, different calculation formulas have been proposed so that each perturbation includes only those components associated with that perturbation. A case study was used to validate the proposed method. Also, the paper includes a technical and economic analysis of the possible compensation solutions for PQ disturbances that may affect the studied company. In conclusion, an understanding of PQ issues’ consequences and an appropriate approach to PQ compensation solutions can be beneficial to any electrical power end-user.
... However, several publications consider more dimension or 'principles' of sustainability that are relevant to project management. For example, Gareis et al. (2011) define sustainability with the principles: economic, social and ecologic orientation; short-, mid-and long-term orienta-tion; local, regional and global orientation; value orientation. The last dimension, value orientation, refers to sustainability as a normative concept that requires specific values underpinning the attitudes and behaviors of individuals. ...
... • Sustainability is about both short-term and long-term orientation. A sustainable company should consider both short-term and long-term consequences of their actions, and not only focus on short-term gains (Gareis et al., 2011). The dimension of both short-term and long-term orientation focuses the attention to the full lifespan of the matter at hand (Brent & Labuschagne, 2006). ...
... The dimension of both short-term and long-term orientation focuses the attention to the full lifespan of the matter at hand (Brent & Labuschagne, 2006). Gareis et al. (2009Gareis et al. ( , 2011Gareis et al. ( , 2013, Silvius et al. ( , 2013, Eskerod & Huemann (2013), Goedknegt (2012), Keeble et al. (2003), Khalfan (2006), Keeys (2012), Prieto (2011), Schieg (2009), Silvius & Nedeski (2011), Russell (2008 A time dimension Eid (2002Eid ( , 2009, Gareis et al. (2009Gareis et al. ( , 2011Gareis et al. ( , 2013, Haugan (2012), Silvius et al. ( , 2013, Taylor (2010), Al-Saleh & Taleb (2010), Badiru (2010), Brent & Labuschagne (2006), Eskerod & Huemann (2013), Goedknegt (2012), Herazo et al. (2010), Khalfan (2006), Keeys (2012), Labuschagne & Brent (2005, 2007, Pade et al. (2008), Prieto (2011), Schieg (2009, Silvius & Nedeski (2011) A geographical dimension Gareis et al. (2009Gareis et al. ( , 2011Gareis et al. ( , 2013 (2013) A waste (reduction) dimension Eid (2002), Ma (2011), , Khalfan (2006) A transparency dimension , Khalfan (2006), Silvius & Nedeski (2011), Achman (2013) A accountability dimension , Silvius & Nedeski (2011), Achman (2013) A cultural dimension AlWaer et al. (2008) A risk (reduction) dimension Goedknegt (2012), Gareis et al. (2009), Turner (2010 A political dimension Pade et al. (2008) • Sustainability is about local and global orientation. The increasing globalization of economies affects the geographical area that organizations influence. ...
Sustainability is one of the most important challenges of our time. How can prosperity be developed without compromising the life of future generations? Companies are integrating sustainability in their marketing, corporate communication, annual reports and in their actions. The concept of sustainability has more recently also been linked to project management. Sustainability needs change of business models, products, services, resources, processes, etc. and projects are a frequently used practice of realizing change. Several studies explored how the concept of sustainability impacts project management. This chapter elaborates on the impact of sustainability found in literature and analyses the most influential standards of project management processes for their coverage of this impact. The study concludes that the most important standards of project management processes still fail to refer convincingly to sustainability considerations. Based on the author's analysis, this chapter also provides guidance for the further development of the process standards towards a ‘sustainable project management' process.
... However, several publications consider more dimension or 'principles' of sustainability that are relevant to project management. For example, Gareis et al. (2011) define sustainability with the principles: economic, social and ecologic orientation; short-, mid-and long-term orienta-tion; local, regional and global orientation; value orientation. The last dimension, value orientation, refers to sustainability as a normative concept that requires specific values underpinning the attitudes and behaviors of individuals. ...
... • Sustainability is about both short-term and long-term orientation. A sustainable company should consider both short-term and long-term consequences of their actions, and not only focus on short-term gains (Gareis et al., 2011). The dimension of both short-term and long-term orientation focuses the attention to the full lifespan of the matter at hand (Brent & Labuschagne, 2006). ...
... The dimension of both short-term and long-term orientation focuses the attention to the full lifespan of the matter at hand (Brent & Labuschagne, 2006). Gareis et al. (2009Gareis et al. ( , 2011Gareis et al. ( , 2013, Silvius et al. ( , 2013, Eskerod & Huemann (2013), Goedknegt (2012), Keeble et al. (2003), Khalfan (2006), Keeys (2012), Prieto (2011), Schieg (2009), Silvius & Nedeski (2011), Russell (2008 A time dimension Eid (2002Eid ( , 2009, Gareis et al. (2009Gareis et al. ( , 2011Gareis et al. ( , 2013, Haugan (2012), Silvius et al. ( , 2013, Taylor (2010), Al-Saleh & Taleb (2010), Badiru (2010), Brent & Labuschagne (2006), Eskerod & Huemann (2013), Goedknegt (2012), Herazo et al. (2010), Khalfan (2006), Keeys (2012), Labuschagne & Brent (2005, 2007, Pade et al. (2008), Prieto (2011), Schieg (2009, Silvius & Nedeski (2011) A geographical dimension Gareis et al. (2009Gareis et al. ( , 2011Gareis et al. ( , 2013 (2013) A waste (reduction) dimension Eid (2002), Ma (2011), , Khalfan (2006) A transparency dimension , Khalfan (2006), Silvius & Nedeski (2011), Achman (2013) A accountability dimension , Silvius & Nedeski (2011), Achman (2013) A cultural dimension AlWaer et al. (2008) A risk (reduction) dimension Goedknegt (2012), Gareis et al. (2009), Turner (2010 A political dimension Pade et al. (2008) • Sustainability is about local and global orientation. The increasing globalization of economies affects the geographical area that organizations influence. ...
Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating sustainability in their marketing, corporate communication, annual reports, and in their actions. The concept of sustainability has more recently also been linked to project management. This chapter explores the concept of sustainability and its application to project management processes. It aims to provide guidance on how the standards of project management should integrate the concepts and principles of sustainability. After a review of the relevant literature on sustainability, its leading principles are identified and applied to the standards for project management processes.
... This theory of Stakeholder progressed from the work of Freeman known as a stakeholder approach (Freeman, 1984). This theory, according to Donaldson (1995) has developed to various groupings namely normative, instrumental and descriptive stakeholder theory. ...
... The motive of every intervention is benefit delivery to its stakeholders (Freeman, 1984). This theory thus explains that stakeholders are instrumental to the project performance as they are the main purpose of the projects and hence stakeholder management will affect project performance. ...
This study determined what effect stakeholder management has on project performance. The focus was to specifically assess the effect of contract management, communication management and conflict management on performance of projects funded by County Government in Nyeri County. The theory of performance, expectancy theory and stakeholder theory anchored the study. Related literature was reviewed. The study targeted population comprising all the projects funded by County Government of Nyeri County for the years 2016/2017 and 2017/2018 which are 53 according to data from County Government of Nyeri. A sample size of 212 respondents comprising 53 members of general public, 53 project officers, 53 project staffs and 53 contractors were drawn using cluster sampling technique. Descriptive research design was used. Data collection was done by way of a questionnaire and Cronbach's Coefficient Alpha computation done to test for reliability with validity test done through seeking the opinion of the supervisor. For data analysis, SPSS software was used and both inferential and descriptive analysis conducted. Presentation of findings was through tables. The findings revealed that all the three independent variables namely contract management, communication management and conflict management positively and significantly influenced performance of projects funded by County Government in Nyeri County. Communication management had the greatest influence on projects funded by County Government in Nyeri County, followed by Conflict management and finally Contract management. It was recommended that stakeholder management is critical and hence the government must ensure the aspect of stakeholder involvement is adequately covered during the feasibility study of the intervention. To boost transparency and accountability of the project management the study recommended that the channels, format, frequency and responsibility of sharing of the progress report to the stakeholders be well defined during the conception stages of the intervention. The study further recommended that project management must change their reactive approach on occurrence of conflict but rather adopt a proactive approach in determining the highly susceptible issues and identify possible solution.
... We start with sustainability principles as the overarching guideline to move towards SPM which has been discussed in the literature (Agarwal & Kalm ar, 2015;Gareis et al., 2013;Goedknegt & Silvius, 2012;Labuschagne & Brent, 2004;Turner, 2010). If these principles can be incorporated into the governance of projects (Bekker & Steyn, 2009;Müller, 2016), they could become embedded in the processes, roles and policies governing the projects. ...
... The two blocks emanating from SPM in the model represents these two aspects. Finally, SPM should lead to benefits that are economic, ecological and societal (Gareis et al., 2013). ...
Project management practices have evolved as the discipline grew from managing defence and engineering projects to delivering information systems, supporting organizational transformation, and managing megaprojects supporting national infrastructure needs. Thus, from starting as a tactical tool, project management grew to deliver organizational and national strategies. The next challenge for project management is to support the achievement of sustainable development goals to tackle societal challenges. How can it do this? In this article, we chart a way forward for project management to contribute to global sustainability by tracing the history of projects from prehistoric times to the 21st. We outline the development using the lens of socio‐technical transitions to analyse technological niches developed to advance the field, and socio‐technical regimes that have supported the development of project management to adopt these technological niches to meet changes that appear at the landscape level. By analysing the history of projects and project management, we argue that the discipline has continuously evolved as a transition innovation that can meet the challenges posed by sustainable development. However, further investigation is required. A sustainable development framework has been proposed in this article to enable project management researchers and managers to achieve this transition.
... Ultimately, projects play a significant role in the realization of more sustainable business practices [1]. However, sustainable development including environmental, economic and social aspects is rarely considered, or at least prioritized in temporary organizations such as those formed to implement projects [22]. Five dimensions of sustainable project management have been highlighted in a recent review of literature on the integration of sustainability into project management: corporate policies and practices, resource management, life cycle orientation, stakeholder engagement, and organizational learning [8]. ...
... The required shift in mindset includes recognition that project management must include not only management of stakeholders in the traditional sense, but also engagement with them in joint realization of the sustainable development of an organization or society. Adding new perspectives to projects and project management also adds complexity [39], which means that a more holistic and less mechanical approach is needed in any new business strategy [22,40]. ...
The need to consider sustainability has substantially increased the complexity of implementing construction and infrastructure projects and new management practices have emerged during the past decade to tackle the global sustainability challenges, where the engagement and coordination of broader competences from stakeholders throughout the supply chain is required. This new project management paradigm has been accompanied by greater attention to the concept of collaborative business arrangements, often called partnering, that has emerged in construction and infrastructure projects to improve project deliveries. However, there are uncertainties about the optimal strategy to foster, integrate and maintain the required collaboration, particularly in sustainable management practices in infrastructure maintenance projects. This paper addresses these uncertainties, based on a single case study of an infrastructure maintenance contract involving an extensive collaborative business arrangement. The findings reveal that different collaborative practices affect diverse aspects of sustainable project management. Further, the extensive collaborative business arrangement has promoted sustainable deliveries based upon organizational learning and continuous improvements. Thus, this study offers an encouraging example of how extensive collaboration can be fostered and play a key role in sustainable project management practices.
... Ultimately, projects play a significant role in the realization of more sustainable business practices [1]. However, sustainable development including environmental, economic and social aspects is rarely considered, or at least prioritized in temporary organizations such as those formed to implement projects [21]. Five dimensions of sustainable project management have been highlighted in a recent review of literature on the integration of sustainability into project management: corporate policies and practices, resource management, life cycle orientation, stakeholder engagement, and organizational learning [8]. ...
... The required shift in mindset includes recognition that project management must include not only management of stakeholders in the traditional sense, but also engagement with them in joint realization of the sustainable development of an organization or society. Adding new perspectives to project management also adds complexity [38], so a more holistic and less mechanical approach is needed [21]. ...
The need to consider sustainability has substantially increased the complexity of implementing construction and infrastructure projects and new management practices have emerged during the past decade to tackle the global sustainability challenges, where the engagement and coordination of broader competences from stakeholders throughout the supply chain is required. This new project management paradigm has been accompanied by greater attention to the concept of collaborative business arrangements, often called partnering, that has emerged in construction and infrastructure projects to improve project deliveries. However, there are uncertainties about the optimal strategy to foster, integrate and maintain the required collaboration, particularly in sustainable management practices in infrastructure maintenance projects. This paper addresses these uncertainties, based on a single case study of an infrastructure maintenance contract involving an extensive collaborative business arrangement. The findings reveal that different collaborative practices affect diverse aspects of sustainable project management. Further, the extensive collaborative business arrangement has promoted sustainable deliveries based upon organizational learning and continuous improvements. Thus, this study offers an encouraging example of how extensive collaboration can be fostered and play a key role in sustainable project management practices.
... Gareis et al. (2011) note that benefits of SPM are better 473 exploited when change happens at the level of the 'core' 474 processes of an organization (also Dalcher, 2012). Encouraging 475 project managers to consider negative social and environmental 476 impacts, improves the overall project success (de Carvalho and 477 Rabechini, 2017). ...
... However, the suggested reasons tend to be quite varied. 458 Some of these include: 'moral imperative'(Silvius et al., 2013a), 459 organizational resilience(Perrini and Tencati, 2006), the organiz-460 ation's economic prosperity(Gareis et al., 2011), long term 461 performance(Russell and Shiang, 2012). We exemplify contribu-462 tionsfrom articlesextracted fromPM journals in the following table. ...
Last few years have seen a huge increase of publications at the intersection of project management and sustainability. Nevertheless, this field has become increasingly fragmented undermining a steady and consistent development. Aiming at balancing tensions between authors’ attempts for more ‘integration’ and the trajectories toward ‘fragmentation, we employed an extensive, systematic literature review of 770 publications from the period 1993 to 2017. Therefore, this review offers guidance to scholars less familiar with this concept who encounter SPM in their research.
We suggest that the SPM literature can be understood by answering the following questions: (1) Why adopt sustainable business practices into projects? (2) What is the impact of sustainability on traditional project management practices? And (3) how is sustainability embedded in project practices?
The three narrative themes illustrate the diverse views on the different aspects of SPM, allowing divergences, such as different philosophical underpinnings or levels of analysis, to flourish without eroding the clarity of the field.
... A sustainable company should consider both short-term and long-term consequences of their actions, and not only focus on short-term gains (Gareis et al., 2011). The dimension of both short-term and long-term orientation, focuses the attention to the full lifespan of the matter at hand (Brent and Labuschagne, 2006). ...
... The influence of the principles of sustainability on the project content, will need to be reflected also in the project justification (Silvius, 2015). The identification of costs, benefits and the business case of the project may need to be expanded to include also non-financial factors that refer to for example social or environmental aspects (Gareis et al., 2011;. ...
... A sustainable company should consider both short-term and long-term consequences of their actions, and not only focus on short-term gains [17]. The dimension of both short-term and long-term orientation, focuses the attention to the full lifespan of the matter at hand [6]. ...
... The behavior and actions of organizations therefore have an effect on economic, social and environmental aspects, both locally and globally. "In order to efficiently address these nested and interlinked processes ◄ 12 ► sustainable development has to be a coordinated effort playing out across several levels, ranging from the global to the regional and the local" [17]. ...
Sustainability is one of the most important challenges of our time. Companies are integrating sustainability in their marketing, communication and their actions. Sustainability has more recently also been linked to project management. The logic behind this link is that sustainability needs change and projects are realizing change. Several studies explored how the concept of sustainability impact project management. The research project reported in this paper elaborates on these works by studying how sustainability affects project success. Project managers, logically, strive for project success and considering sustainability may influence this success. Based upon a review of relevant literature, the paper develops a conceptual model that provides a more detailed understanding of how considering different dimensions of sustainability may affect the individual criteria of project success. The study also provides a conceptual mapping of the different relationships between dimensions of sustainability and criteria of project success. This mapping shows that the most positive relationships are expected for the relationship between sustainability and the success criteria stakeholder satisfaction, future readiness and controlled project execution. The expected relationship between considering sustainability and completing the project on schedule and within budget is uncertain.
... A sustainable company should consider both short-term and long-term consequences of their actions, and not only focus on short-term gains 12 . The dimension of both short-term and long-term orientation, focuses the attention to the full lifespan of the matter at hand 5 . ...
... The behaviour and actions of organizations therefore have an effect on economical, social and environmental aspects, both locally and globally. "In order to efficiently address these nested and interlinked processes sustainable development has to be a coordinated effort playing out across several levels, ranging from the global to the regional and the local" 12 . ...
Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating sustainability in their marketing, communication and their actions. Sustainability has more recently also been linked to project management. The logic behind this link is that sustainability needs change and projects are realizing change. Several studies explored how the concept of sustainability impact project management. The research project reported in this paper elaborates on these works by studying how sustainability affects the perception of project success. Project managers, logically, strive for project success and considering sustainability may influence the perception of success. Despite studies that show a positive business case of considering sustainability in business strategy, paying attention to sustainability aspects in projects is generally still perceived as ‘costing time or money’ and therefore as not supportive to project success. The conceptual model developed in this paper provides a more detailed understanding of how considering different dimensions of sustainability may affect the individual criteria of project success. The empirical part of the study is still in progress. This paper reports the literature review and the development of the conceptual model.
... Among the additional key performance indicators being suggested, one that has received considerable attention is sustainability (Gareis et al., 2011). Various definitions of sustainability exist depending on the context. ...
This study aimed at examining the role of stakeholder’s involvement on performance of donor funded project in Rwanda. The role of stakeholder participation in project performance cannot be overlooked. A review of case studies has demonstrated a relationship between the two. The study undertook to demonstrate how stakeholder participation influences the performance of donor funded projects. The study considered stakeholders’ participation in three phases of the project cycle; initiation, planning and implementation. In assessing project performance, the study was limited to two (2) key project performance indicators; timely completion and cost implication. The study was guided by three objectives: identify the influence of stakeholder participation in project initiation on project performance, understand the influence of stakeholder participation in project planning on project performance and determine the influence of stakeholder participation in project implementation on project performance. The researcher studied EYICM Project in Bugesera District, which was co-funded by European Commission and Plan International. The respondents projected representatives from donors, representatives from the implementing agency, and the project beneficiaries. Data were collected using questionnaire from project beneficiaries and interview guide from donor and implementing agency representatives. The total sample size of 75 was used in the study. Descriptive design was used to analyze data; specifically, the researcher used SPSS and mainly measures of central tendency used to describe data. The researcher correlated the dependent and independent variables in order to test the relationship between the variables. The study expressed a significant relationship between stakeholders’ engagement in project initiation and project performance where r=0.064, p<0.01. in addition, the researcher found significant correlation between project acceptability by the community and performance of the project where r=-0.646, p<0.01. The outcome of the study will show the extent to which stakeholders involvement at all levels of project management cycle influences the performance of donor funded projects. As a result of investigation conducted through questionnaire and interview guide, the researcher discovered that most respondents confirmed stakeholders’ participation in project initiation with 49% strongly agree and 21% agree being involved in needs assessment; 36% strongly agree and 21% agree being involved in proposing solutions; 30% strongly agree and 36% agree being involved in setting project objectives. At the level of planning, 36% strongly agreed, 14% agreed that their engagement contributed to project acceptability by the community; 40% strongly agree, 30% agreed that it created the ownership of the project by the community and lastly, at implementation level, 40% strongly agreed, 28% agreed that it created the sense of ownership of project by the community while 38% strongly agreed, 32% agreed that it contributed to community empowerment. On the basis of the study findings, the researcher made the following conclusions; The role of stakeholders’ involvement on performance of donor funded project influenced performance of EYICM project in Bugesera District. Therefore, on the influence of project management factors on the EYICM project in Bugesera District, the study concluded that the adequate institutional management skills, donor contribution, positive government policies and institutional management practices aids the performance of the EYICM Project in Bugesera District in Rwanda.
... The current opinion highlights the need of value orientation for all project stakeholders (Gareis et al., 2011). ...
The issue of project management methodologies has never be undertaken by academics in the context of their contribution to sustainability. There is the lack of understanding which Agile Project Management (APM) results and Agile value crea- tion methods are in line with the assumptions of sustainability. The article fills this gap and presents the linkage between Agile project management and sustainability. The article presents both theoretical considerations as well as the results of empirical research that explains the relationship between APM and sustainability. As a result of multiple surveys, Guttman scales were developed, which showed the degree of Agile aspects' influence on sustainability, taking into account both the results of Agile implementation and the methods of value creation. Research revealed that improving the timeliness of deliveries, increase in productivity and improving the atmosphere in the organization as APM result is significant for sustainability. Value creation methods that most correspond with sustainability are design thinking and Agile rituals. The above provide certain practical and theoretical implications.
... A smaller number of publications, around 5%, distance themselves from 2010 onwards from a sustainability concept, which simply raises awareness for sustainable issues without taking further action. The publications distance from those, who simply pay lip service (Crawford 2013) and see sustainability as 'nice to have' or needing extra effort (Gareis et al. 2011). The so-called 'Greenwashing' can also be located here, as it is more about documenting and monitoring than taking sustainability actions and, as Silvius (2015, p. 311) mentions, "'greenwashing' […] is not a solution". ...
The concept of sustainable development is widely accepted as one of the most important topics of our time. Although significant research has already been conducted within the field of integrating sustainability into project management, different interpretations of the role of sustainability appear. This is a major issue for the scientific community, as due to these varying interpretations it is difficult to put publications into context; accordingly, it might lead to communication issues within the community. With this research study we want to help solve this issue. We conduct a systematic literature review and identify 293 relevant publications. Using a synthesis approach based on grounded theory, we define three different categories of interpretations of the role of sustainability in the current state of research. The literature is then assigned back to these interpretations. Following this approach we are not only able to review the development of each interpretation over time, but also to identify that many publications contain multiple interpretations. Based on our findings, we give recommendations for the reflection of the existing literature, the writing of new publications and communication in the research field. We also redefine the concept of ‘sustainable project management’ based on a major theoretical characteristic we synthesise during our grounded theory approach to give guidance to future researchers.
... nd both include similar dimensions and they are often used synonymously. In 2002, corporate social responsibility (CSR) as per the definition of European Commission was a concept in which businesses assimilated the concerns related to social and environmental practices into its processes along with voluntary interaction with stakeholders. However, Gareis Huemann, & Martinuzzi. (2011) define sustainability as company capacity to meet every need of immediate and indirect stakeholders (e.g., shareholders, employees, customers, and communities) without hindering future stakeholder's ability to meet their needs. If there are differences in the definition of sustainability, there seems to be consensus on the dimensions of ...
... nd both include similar dimensions and they are often used synonymously. In 2002, corporate social responsibility (CSR) as per the definition of European Commission was a concept in which businesses assimilated the concerns related to social and environmental practices into its processes along with voluntary interaction with stakeholders. However, Gareis Huemann, & Martinuzzi. (2011) define sustainability as company capacity to meet every need of immediate and indirect stakeholders (e.g., shareholders, employees, customers, and communities) without hindering future stakeholder's ability to meet their needs. If there are differences in the definition of sustainability, there seems to be consensus on the dimensions of ...
... Although the definition of sustainability is mainly based on the context, it can be defined in this study as the ability for a project to remain feasible even after external funding has been withdrawn. Therefore, the three most effective project performance indicators are time cost and sustainability (Gareis, et al., 2011;Silvius & Schipper, 2011). ...
This thesis is to investigate about the influence of stakeholders participation on performance of public projects in Rwanda
... Although the definition of sustainability is mainly based on the context, it can be defined in this study as the ability for a project to remain feasible even after external funding has been withdrawn. Therefore, the three most effective project performance indicators are time cost and sustainability (Gareis, et al., 2011;Silvius & Schipper, 2011). ...
... In an academic perspective, scholars robustly designate the importance of sustainability for project management and emphasise the embedment of valuable interlinking relationships from both concepts (Gareis et al., 2011). Tharp (2012) underscored the need for organisations to embed sustainability and project management and evaluate the implementation risks concerning social impacts such as labour practices and human rights. ...
There have been a considerable number of studies that underscored the need to integrate sustainability into the sustainable project management concept. However, there is a limited study that examines the significance of the concept and its future research directions. The present study aimed to investigate the imperative of the concept and identify a number of potential research themes. The research methodology used in this study is a narrative review that relies on literature analysis in the fields of sustainability, project management, and sustainable project management. The results provide numerous research topics that have been studied by academics, and further studies are required to advance the development of sustainable project management research. The research findings contribute to academics in providing research directions in order to observe new research themes. In a practical perspective, this study can assist practitioners in understanding the importance of embedding environmental, social, and economic aspects of sustainability into the process of managing projects.
... For example, one of the central concepts of sustainability is about minimizing waste. Organizations based on sustainability concepts should therefore learn from past projects in order to, from a portfolio perspective, not 'waste' energy, resources, and materials on unsuccessful projects, and, from a single-project perspective, not use energy resources and materials inefficiently [61]. ...
Today, more than ever, achieving sustainability of business activities, intertwining social, economic, and environmental perspectives, is one of the most challenging objectives for companies. Project management processes are no exception. This paper aims to contribute to the current research knowledge through a systematic review of the literature on the integration of project management and sustainability. Specifically, the aim was to clarify the research domains of sustainable project management, and to understand the current state of development and the future research directions. Results indicate that academic literature about this topic is still in its infancy, but that scholars’ attention is growing, opening new research directions. Based on the literature review results, we propose a new conceptual framework linking five key dimensions of sustainable project management: corporate policies and practices, resource management, life cycle orientation, stakeholders’ engagement, and organizational learning.
... Másképp megfogalmazva, a projekteknek teljesíteni kell a fenntarthatósági követelményeket, ezáltal tudnak hozzájárulni a szervezeti szinten megfogalmazott fenntarthatósági célkitűzések teljesítéséhez. A szervezeti stratégia és a projektek közötti kölcsönhatás indokolja, hogy a projektek vizsgálatánál elemzésre kerüljön a fenntarthatósági szempontoknak való megfelelés mértéke is (Bonn-Fisher, 2011;Gareis et al., 2011;Silvius et al., 2012;Thomson et al., 2011, Turlea et al., 2010. ...
Napjaikra a vállalatok stratégiai tervezési és projekttervezési folyamatai jól kiforrott keretek között jönnek létre. A formalizált szervezeti stratégiák és projektstratégiák összhangja, egymáshoz való kapcsolódása azonban korántsem tekinthető kiforrottnak. Mindez nem teszi lehetővé, hogy a szervezeti stratégiában megfogalmazott fenntarthatósági elvek a projektek szintjén is érvényre jussanak. Cikkünk ezeket a kihívásokat tekinti át és bemutatja az erre adott válaszként kifejlesztett, a projektek fenntarthatóságát értékelő Project Sustainability Excellence Model (PSEM) modellt.
... Project managers need to take into cognizance the scope of sustainable development within their projects, and whether this scope is limited to project deliverables or whether it comprises of more than the deliverables as well as whether the project relates with the organization within which it takes place. There has been recent connection of project management with sustainable development (Gareis, Heumann & Martinuzzi, 2009;2011;Silvius, Brink & Köhler, 2009;. Sustainable development in principle can be seen as "a process of change in which the exploitation of resources, the direction of investments, the orientation of technological development; and institutional change are all in harmony and enhance both current and future potential to meet human needs and aspirations" (UN, 1987). ...
Sustainable development is an important challenge currently facing the economy. It deals with how to develop the economy without jeopardizing the life of future generations. Organizations have incorporated the concept of sustainability in their overall organizational structures. In recent times the concept of sustainable development has been associated with project management; Projects are seen as a mechanism of change both within an organization, and the economy at large, and this mechanism play a crucial role in achieving both sustainable business process and practices. Thus, project managers are seen as change agents who play important role on the sustainability of an organization. However, the standard of project management in Nigeria have failed to realize the crucial role project managers play in ensuring sustainable development, and the project managers as well lack the capability to achieve sustainability in their project. This study aims to identify the role of project management in ensuring sustainable development. The study further aims to make specific recommendations on developing the standards of the project management capabilities so as to prepare the project managers for the crucial role of achieving sustainable development in an organization and the economy at large.
... Project managers need to take into cognizance the scope of sustainable development within their projects, and whether this scope is limited to project deliverables or whether it comprises of more than the deliverables as well as whether the project relates with the organization within which it takes place. There has been recent connection of project management with sustainable development (Gareis, Heumann & Martinuzzi, 2009;2011;Silvius, Brink & Köhler, 2009;. Sustainable development in principle can be seen as "a process of change in which the exploitation of resources, the direction of investments, the orientation of technological development; and institutional change are all in harmony and enhance both current and future potential to meet human needs and aspirations" (UN, 1987). ...
Sustainable development is an important challenge currently facing the economy. It deals with how to develop the economy without jeopardizing the life of future generations. Organizations have incorporated the concept of sustainability in their overall organizational structures. In recent times the concept of sustainable development has been associated with project management; Projects are seen as a mechanism of change both within an organization, and the economy at large, and this mechanism play a crucial role in achieving both sustainable business process and practices. Thus, project managers are seen as change agents who
play important role on the sustainability of an organization. However, the standard of project management in Nigeria have failed to realize the crucial role project managers play in ensuring sustainable development, and the project managers as well lack the capability to achieve sustainability in their project. This study aims to identify the role of project management in ensuring sustainable development. The study further aims to make specific recommendations on developing the standards of the project management capabilities so as to prepare the project managers for the crucial role of achieving sustainable development in an organization and the economy at large.
... For example, the bundling of various functions into one long-term contract could make it in the interest of private partners to take life-cycle costs into account, since it provides an incentive to think, "beyond the design stage and build in energy-reducing and waste-minimizing features that may cost more initially but result later in lower operating and running costs, and so deliver cost effectiveness over time" (Grimsey & Lewis, 2004, p. 1). However, although it may create economic benefits for companies to consider some sustainability principles in projects (Gareis, Huemann, & Martinuzzi, 2011), it is not necessarily in a company's self-interest to consider all sustainability measures. Yet it is doubtful whether private partners in PPPs are sufficiently willing to address and capable of addressing such measures on a voluntary basis. ...
There is a recognized need to incorporate sustainability considerations in infrastructure projects delivered through public–private partnerships (PPPs). The aim of this study is to explore how such incorporation can be encouraged. The research is based on a documentary analysis of 25 Flemish PPP infrastructure projects and two follow-up single-case studies. The findings show that sustainability considerations currently play only a limited role, and that the social dimensions of sustainability are largely neglected. It seems likely that this neglect is due to the difficulties encountered in formulating measurable social sustainability criteria. Based on case studies, several governance instruments are presented that might stimulate more consideration for sustainability. This study should, therefore, be of value to practitioners who wish to procure sustainable PPP projects. However, it must be noted that a “strong” sustainability perspective seems inherently incompatible with the contractual PPP project structure, which requires measurable and enforceable performance indicators. Changing thisPPP approach demands a paradigm shift.
... Eskerod & Huemann (2013) tried to answer to the stakeholder issue analysing how different PM standards have addressed the stakeholder management and sustainable development principles in their standards. From another angle the arisen complexity is also considered by Gareis, Huemann, & Martinuzzi (2011) as an opportunity to improve the PM performance by mean of including sustainability metrics. ...
I hereby present findings from the systematic literary review from the EU funded research project the intent of which is to investigate the role of the Project Management (PM) profession in developing a sustainable economy.
To determine the current state of integration between the concepts of sustainability and PM I performed an extensive systematic literary review, categorizing 480 documents (from 1993 to 2015) into analytic and thematic dimensions. Therefore my target has been to identify patterns, similarities and differences across literature and display underdeveloped topics in this stream of research.
At the moment the research is still in progress, therefore preliminary results and considerations are presented.
... Table 1 shows the Sustainable Innovation Drivers linked to the paper where they come from. [12] Social impact indicators Training, client cooperation Integration of sustainability into a life-cycle project management framework Measure and track (goals and performance) [6] Hidden sustainability identification [22] Align the commitment of the project organization Introducing CSR increase cooperation Communicate the values and vision Integrated to the project strategy [23] Measure and track (goals and performance) [26] Measure and track (goals and performance) Sustainability strategy alignment Training on sustainability Sustainability Awareness integrated in thinking dimension Incorporation of sustainability in strategy [7] Incorporation of sustainability in strategy [25] Incorporation of sustainability in strategy Indicators -Environmental Social and Governance (ESG) issues [24] Incorporation of sustainability in strategy Thinking dimension Training on sustainability [4] Training on sustainability Thinking dimension [19] Stakeholder management [20] Incorporation of sustainability in strategy [9] Management of portfolio related to sustainability Incorporation of sustainability in strategy ...
Over the last decade, companies have been including social and environmental strategies in response to stakeholders demand. Efforts are been made to identify when a sustainable strategy can improve economic performance. Innovation is seen as the panacea, but recently, researchers have found that these innovations are really effective when are applied not only to products and process but to the entirely business model. The change of firms to this new stage in innovation management is not easy, but tools like sustainable project management could provide some answers. This study compares two models found in recent literature: the Sustainability in the Project Life Cycle Model (SPLC) and the Sustainable Business Model (SBM).
... The operations and activities of such organizations subsequently have an impact on economic, social and environmental aspects, both at local and global levels. " In order to efficiently address these nested and interlinked processes sustainable development has to be a coordinated effort playing out across several levels, ranging from the global to the regional and the local " (Gareis et al., 2011). Sustainability means that " the natural capital remains intact. ...
This research aims to evaluate the extent to which sustainability is considered a critical success factor in contemporary project management by focusing on an oil and gas company namely NLNG in Nigeria. This study contends that sustainability is relevant to project management. The aim of sustainable business management can only be realized through sustainable project management as projects are temporary organizations that enable a permanent change in business processes.
... Dyllick & Hockerts (2002) Integrating the economic, ecological, and social aspects into the firm's strategy Integrating short-term and long-term aspects Consuming the income and not the capital. Gareis et al. (2011) Economic, social, and ecologic orientation Short-, mid-and long-term orientation Local, regional, and global orientation Value orientation Silvius & Shipper, Planko, van der Brink and Köhler (2012a) Balancing/harmonizing interrelated social, environmental, economic interests Having a short-term and long-term orientation-the economic perspective of the business, due to the discount rates, is inclined toward short-term effects; while the social and environmental impacts may not appear before the long-term Local and global orientation Consuming income, not capital: -Meaning that the source and sink functions of the environment should not be degraded. Therefore, the extraction of renewable resources should not exceed the rate at which they are renewed, and the absorptive capacity of the environment to assimilate waste, should not be exceeded.‖ ...
This research aims to understand the dimensions of sustainability in the oil and gas industry from a project management perspective within developing economies. This study sets the context and background and introduces a sustainability scoring index that has been derived from theory and had been piloted in a large oil and gas organization in Nigeria. Preliminary results are presented which highlight potential areas of improvement for achieving sustainability cohesion in a multi-stakeholder oil and gas supply chain in a developing economy. In answering its research questions through primary research, this study concludes that there are several enablers of sustainability within an organizational context. These enablers of sustainability comprise of organizational culture, knowledge transfer, management's commitment, experience of project managers, and the perceived success achieved through the implementation of sustainability. Likewise, this study also identifies that sustainable project management practices result in several project outcomes, such as easing future access to capital markets, high customer loyalty, supply chain improvements, development of capabilities, goodwill for organizations, positive employee morale and retention of knowledge workers, and reduced business risks, among others. It is concluded that there is a particular need to extend perspectives beyond the economic sustainability realm to include some key social and environmental targets, such as reducing unemployment, maximizing land use, maintaining biodiversity, managing wastage, fostering diversity, and enabling local community engagement. Aspects such as human capital development, dealing with environmental incidents, life cycle costing, supply chain improvement, health and safety, and water management is deemed satisfactory. The contribution of this research to theory and project management practice will be to further the understanding of sustainability impact across the whole supply chain in oil and gas projects in developing economies.
... The concept of sustainability has more recently also been linked to project management (Gareis et al. 2009 and2011;Silvius et al. 2009 and. Association for Project Management (APM) (past) Chairman Tom Taylor recognizes that 'the planet earth is in a perilous position with a range of fundamental sustainability threats' and 'Project and Programme Managers are significantly placed to make contributions to Sustainable Management practices' (Association for Project Management 2006). ...
... Hunter and Kelley (2007) believe that sustainable construction practices are regarded as one of the main success factors for increasing business competitiveness and efficiency in the industry. It is asserted that to gain competitive advantage sustainability principles must be integrated into the core processes of an organization such as the project management process (Gareis et al., 2011). The desire to commit to sustainable practices is driven by both internal and external factors (Yoon and Tello, 2009). ...
... Furthermore, projects that are delivered on time, within budget and meet scope specifications may not necessarily perceived to be successful by key stakeholders (Shenhar and Dvir, 2007; Turner and Bredillet, 2009). One area that is gaining prominence within the field of project management is the consideration of sustainability principles (Gareis et al., 2011; Silvius and Schipper, 2011). Accordingly there is increasing understanding of the need to develop methods, tools and techniques to integrate sustainability criteria into the management of projects. ...
Since the emergence of the formal discipline of project management, academics and practitioners have sought to define criteria against which project success can be measured. Perhaps the most well known criteria are encapsulated in the ?Iron Triangle? that places Cost Time and Quality at the center of project success. However it has been suggested that whilst this triple constraint is important, it can also narrow the focus away from other crucial project success factors. One area that is gaining prominence within the field of project management is the consideration of sustainability principles and there is an increasing understanding of the need to develop methods, tools and techniques to integrate sustainability criteria into the management of projects. This paper presents the results of an empirical study in which project managers were asked to re-draw the traditional Iron Triangle with the inclusion of sustainability. The results of the study indicate that whist sustainability is seen by practitioners as a key factor to be included in project planning and implementation, there is disagreement as to where the issue sits in relation to traditional time, cost, quality constraints and how sustainability principles should be integrated into projects.
Russian economy is facing a difficult period characterized by economic crisis. In particular, industry became an evident of the necessity to change economic development model: the transition from raw material economy to industrial one. This requires economic reforms. At the present stage, economic reforms can be implemented, first, in the project format, and secondly, following the requirements of sustainable development concept. Project management as the theory, methodology and set of practical technologies has significantly strengthened its position in the modern management of economic entities. Project management proves own efficiency, also in the development and implementation of economic reforms. This raises the urgent issue of integration and integrated use of project management and sustainable development concept. Today, scholars and practitioners declare an importance of sustainability criteria implementation at the project level. Therefore, the aim of the study was to develop provisions for sustainable project management. Consequently, results of the study proposed: clarification of sustainable project management essence, interrelation of directions of sustainable development and functional areas of project management, conditions and prerequisites for the transition to sustainable project management, rationale for the transition to sustainable project management towards so-called “weak” sustainability.
Introduction Sustainable development (SD) is a strategic issue for organizations and integrates and impacts the management of projects at all levels of the project oriented-organization – strategic, portfolio, program, and project levels. The Rio Declaration on Environment and Development (UNCED, 1992) called on businesses to sustainably manage their enterprises, which requires mainstreaming SD principles throughout their core business operations and activities. SD is defined as meeting the needs for the well-being of the present generation without jeopardizing the ability of future generations to meet their needs. SD places human well-being at the center of sustainable development in an intricate cohesive relationship and is concerned with meeting societal needs for a “healthy and productive life in harmony with nature” (UNCED, 1992) in the short, medium, and long term (WCED, 1987). As a holistic management paradigm, SD is concerned with economic growth, environmental safeguards, and societal well-being aspects of all development activities, commercial and noncommercial. SD is a system concept and focuses attention on the complexity that results from the interaction between environmental systems and social systems, such as companies and projects, which comprise the world SD system. Projects are increasingly recognized as strategic and instrumental for organizations in bringing about growth, organizational change, and innovation in response to demands in a dynamic and complex environment. Business (organizations and projects) is largely responsible for value creation, growth, and employment generation, and yet, as a SD system actor, it is largely viewed as a major source of or contributors to economic, environmental, and social problems (Porter & Kramer, 2011; Elkington, 2008). Thus, SD is relevant for companies and the projects they create. The goals of organizational project management (OPM) and SD are potentially aligned and mutually reinforcing. The OPM goal is the coherent management of the network of projects in an organization to maximize value (Aubry et al., 2007) in relation to the organization's strategic intent and business objectives. The SD goal at the organization and project level, often called corporate sustainability and project sustainability, respectively, is value and benefits creation for the particular organization while contributing to the sustainable world goal (Dyllick & Hockerts, 2002; Dunphy, Griffiths, & Benn, 2007). SD requires a broad benefits focus that encompasses multiple and varied actors or stakeholders, who influence and determine value and benefits.
Today a number of studies are published on how organizational strategy is developed and how organizations contribute to local and regional development through the realization of these strategies. There are also many articles dealing with the success of a project by identifying the criteria and the factors that influence them. This article introduces the project-oriented strategic planning process that reveals how projects contribute to local and regional development and demonstrates the relationship between this approach and the regional competitiveness model as well as the KRAFT concept. There is a lot of research that focuses on sustainability in business. These studies argue that sustainability is very important to the success of a business in the future. The Project Excellence Model that analyses project success does not contain the sustainability criteria; the GPM P5 standard consists of sustainability components related either to the organizational level. To fill this gap a Project Sustainability Excellence Model (PSEM) was developed. The model was tested by interviews with managers of Hungarian for-profit and non-profit organizations. This paper introduces the PSEM and highlights the most important elements of the empirical analysis.
Integration of sustainable development principles in project management is a tool to implement a values-based strategy. The main goal of this paper is to determine key issues for creating a consistent methodological basis that includes tools and techniques of project management taking into account sustainable development approaches. This paper analyses key aspects in which the conception and project management theory have interconnections. This aspect is, firstly, realization of projects initiated to reach goals in sustainable development area. And the second aspect is realization of various projects taking into consideration sustainable development approaches. The authors analyze contradictions between project management and a concept for sustainable development. The most critical contradictions deal with goals and priorities of the project, period and geography of its valuation, analysis of its impact zones. The authors define the tasks that need to be settled in order to resolve contradictions and integrate the principles of corporate social responsibility. Besides, the paper summarizes academic results in the area of integration of the concept and project management. In order to solve this problem, the authors analyze current project management standards and the integration of sustainable development principles in them. The authors conclude that this task has not been elaborated thoroughly in current methodologies and in widespread standards such as ICB, PMBook, P2M and others. The most interesting one is PRiSM methodology, which was created for resolving integration problems. Furthermore, in making an overview of the current methodological framework, the authors present research findings on the subject. On the basis of the analysis carried out, the article defines prospective directions for further research oriented toward creating the tools and techniques of project management taking into account social and environmental aspects. These directions include the development of methodological tools (methodology of scope, resources and terms of the project) and the formation of main approaches to basic elements in project management including project resources valuation
Many articles have called attention to the concept of sustainability in project management. However, it still remains a challenge to tie all these very important principles to practice. In this chapter, the main issues with the practical application of sustainability to an actual project are identified, and a method for analysis is presented. Through this method, the authors answer the main question of this chapter: "How can a project and its project management be analyzed for sustainability and how can adequate actions be selected?" The proposed method is then applied to an actual case. In the analysis, an explicit distinction is made between the internal project view of sustainability and external view of sustainability. From the analysis, various conclusions can be drawn.
This chapter proposes a conceptual framework for integrating project strategy for Sustainable Development (SD) within the context of corporate sustainability strategy. Project SD strategy is the missing link between SD at the corporate level and project level. The framework draws on a literature review of concepts, definitions, and theories in strategic management, corporate sustainability, and projects. The conceptual framework presented in this book chapter has six key components. These are: (1) corporate sustainability strategy; (2) project understanding of SD and SD business case; (3) strategizing at project initiation stage; (4) project autonomy to negotiate and adapt in the project context; (5) project capability to translate corporate SD strategy to project SD strategy; and (6) project capability in stakeholder management. The premise of the framework is the compatibility of the socially constructed realities of the project and SD, as indicated in SD and project literature. The aim is to help develop new knowledge and insight into how business can integrate SD principles into core business operations such as projects from a process perspective, rather than sustainability content perspective. This chapter is based on doctoral dissertation research by the lead author.
This chapter proposes a conceptual framework for integrating project strategy for Sustainable Development (SD) within the context of corporate sustainability strategy. Project SD strategy is the missing link between SD at the corporate level and project level. The framework draws on a literature review of concepts, definitions, and theories in strategic management, corporate sustainability, and projects. The conceptual framework presented in this book chapter has six key components. These are: (1) corporate sustainability strategy; (2) project understanding of SD and SD business case; (3) strategizing at project initiation stage; (4) project autonomy to negotiate and adapt in the project context; (5) project capability to translate corporate SD strategy to project SD strategy; and (6) project capability in stakeholder management. The premise of the framework is the compatibility of the socially constructed realities of the project and SD, as indicated in SD and project literature. The aim is to help develop new knowledge and insight into how business can integrate SD principles into core business operations such as projects from a process perspective, rather than sustainability content perspective. This chapter is based on doctoral dissertation research by the lead author.
Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communications, annual reports and in their actions. Many of these actions are organized in projects. The project management world, however, fails to address the sustainability agenda (Eid, 2009). This chapter explores the concept of sustainability and its application to project management. It aims to identify the questions that surround the integration of sustainability in project management and to provide practical insights to this challenge. After a review of the relevant literature on sustainability, its leading elements are identified. Based on an analysis of the scarce literature on the application of these elements in project management we will raise questions on the scope and definition on sustainability in projects and project management. © Springer-Verlag Berlin Heidelberg 2012. All rights are reserved.
Sustainability is one of the most important challenges of our time. How can we develop prosperity, without compromising the life of future generations? Companies are integrating ideas of sustainability in their marketing, corporate communication, annual reports and in their actions.
Projects play a pivotal role in the realisation of more sustainable business practices, and the concept of sustainability has more recently also been linked to project management. The emerging literature on this topic provides strong indications that considering sustainability impacts project management processes and practices. However, the standards for project management fail to address the sustainability agenda.
This article provides a structured review of 164 publications, covering the time period 1993 - 2013, that relate sustainability to project management. The research questions answered are: 'How is sustainability defined or considered in the context of project management?' and, 'How does considering sustainability impact project management?'
Based on an identification of relevant dimensions of sustainability that was evident from the publications, we identified the areas of impact of sustainability on project management. It appeared that considering sustainability impacts project management on different levels. Considering sustainability implies, firstly, a shift of scope in the management of projects: from managing time, budget and quality, to managing social, environmental, and economic impact. Secondly, it implies a shift of paradigm of project management: from an approach that can be characterised by predictability and controllability, to an approach that is characterised by flexibility, complexity and opportunity. And thirdly, considering sustainability implies a mind shift for the project manager: from delivering requested results, to taking responsibility for sustainable development in organisations and society.
With these findings, the practices and standards of project management can be developed further to address the role projects play in creating sustainable development.
This paper presents a referential stage model for corporate social responsibility (CSR) implementation by linking CSR to four business operations: project management, quality management, strategic management and organizational learning. Companies try to cope with societal demands by integrating them into these business operations: (1) integrating societal demands into project management by initiating a project in an area that is perceived as ‘good’; (2) avoid ‘bad things’ by applying quality management for CSR implementation; (3) strategic CSR perceives societal demands as opportunities to create shared value and (4) transformational CSR helps to overcome constraints like low materiality and developing the capabilities of a company. While the first two stages aim at ‘doing good’ or ‘avoiding bad’, strategic and transformational CSR are key for ‘being successful’. Based on extended literature review and well-documented studies, our referential framework offers insights into underlying patterns, potentials and limitations of linking CSR to business operations. Companies can assess the stage they have reached, strive for higher materiality, boost their competitiveness, and evolve in terms of CSR maturity. Hence, the referential framework adds a new and application-oriented perspective to the discussion of the business case for CSR and demonstrates how stages lead to competitive advantage and organizational transformation.
Over the last decade, the project management office (PMO) has become a prominent feature in many organizations. Despite the proliferation of PMOs in practice, our understanding of this phenomenon remains sketchy at best. No consensus exists as to the way PMOs are or should be structured nor as to the functions they should or do fill in organizations. In addition, there is no agreement as to the value of PMOs. Despite the importance of this phenomena and the lack of understanding, there has been very little research on this topic. A three-phase research program has been undertaken in order to develop a better understand of PMOs. This paper presents the research strategy, the overall program, and the results of the first phase of the research.
Design projects are typically plagued with schedule and cost overruns. A factor in these overruns can be attributed to projects being more complex than originally anticipated. Although research has been carried out in this area there is currently no method for measuring the complexity of the design process. In order to estimate costs and schedule projects more accurately it is essential that complexity of the design process can be measured. Presently, design process complexity is highly subjective. The objective of this research is to quantify the complexity of the design process through the establishment of a 'Complexity Index' for the design process, thus removing the subjective aspect.
Projects are temporary production systems. When those systems are structured to deliver the product while maximizing value and minimizing waste, they are said to be 'lean' projects. Lean project management differs from traditional project management not only in the goals it pursues, but also in the structure of its phases, the relationship between phases and the participants in each phase. This paper presents a model of lean project management and contrasts lean and traditional approaches. Four tools or interventions are presented as illustrations of lean concepts in action. Keywords: construction management, lean project delivery system, lean project management, project management, value, waste Les projets sont des systè mes de production temporaires. Lorsque ces systè mes sont organisés pour fournir le produit tout en optimisant la valeur et en minimisant les gaspillages, on dit qu'il s'agit de projets au plus juste. La gestion de ce type de projet diffè re de celle des projets classiques non seulement au niveau des objectifs vise´s mais aussi à celui de la structure des phases, des relations entre les phases et des participants à chaque phase. Cet article propose un modè le de gestion de projet au plus juste et oppose les deux approches. Quatre outils ou interventions sont pre´sente´s pour illustrer l'application des concepts au plus juste. Mots clés : gestion de la construction, systè me de fourniture de projet au plus juste, gestion de projet au plus juste, gestion de projet, valeur, gaspillages
Human resource management (HRM) can be viewed as core processes of the project-oriented company, affecting the way the organization acquires and uses human resources, and how employees experience the employment relationship. Knowledge about HRM is produced by researchers and theorists who, through publishing their work in books and journals, construct knowledge in particular ways and in so doing frame the way HRM debates take shape in the academic and practitioner literatures. In most of the extant literature HRM is framed primarily in terms of large, stable organisations, while other organisational types, such as, those relying on projects as the principle form of work design, are marginalised in discussions about what HRM is and how it should be practiced. The authors argue that due to specific characteristics of the project-oriented company, particularly the temporary nature of the work processes and dynamic nature of the work environment, there exist specific challenges for both organisations and employees for HRM in project-oriented companies, and that these have – been neither widely acknowledged nor adequately conceptualised in the extant mainstream HRM or project management literatures. The aim of this paper is to provide an overview of past research on HRM in the context of projects, published in the project management, general management, and HRM literatures. We develop a model of what we see as the critical HRM aspects of project-oriented organizing, based on prior research and use it to structure the review. Finally we summarize what we see as the major shortcomings of research in the field of HRM in the project-oriented company and outline a research agenda to address outstanding areas of research on this topic.
Reference to the project dimension of complexity is widespread within project management literature. However the concept of project complexity has received little detailed attention. This paper reviews the literature on project complexity relevant to project management, with emphasis towards the construction industry. The paper proposes that project complexity can be defined in terms of differentiation and interdependency and that it is managed by integration.
Purpose
The purpose of this paper is to better identify, define and model complexity within the field of project management in order to manage better under conditions of complexity (and manage better complexity‐induced risks).
Design/methodology/approach
An extensive literature review enlightens the lack of consensus on project complexity and thus provides a broad view and a critical analysis of the underlying concepts. A project complexity framework and definition are then proposed. After underlining the stakes of project complexity in accordance with these proposals, a project complexity model is then built notably due to systems analysis.
Findings
Proposal of standard project complexity framework and definition. Proposal of a synthesis of the relationships between the concepts of project uncertainty and project complexity. Proposal of a project complexity model (and validation due to industrial application).
Research limitations/implications
The literature review and project complexity framework tries to be exhaustive even though it is likely to be completed. The final version of the model is still to be computed and tested.
Practical implications
Avoiding confusion when defining and managing a complex project, particularly between project team members (and as a consequence improving communication and information sharing), improves the assessment of the propagation of a change within the project.
Originality/value
The paper proposes an original framework and a definition of project complexity. The complexity model permits the navigation from any element of the project to any other (when detail is needed) and is, as a consequence, original and complementary with traditional project management models and tools.
This paper presents a model of project capability-building consisting of two interacting levels of learning. First, it describes the bottom-up, 'project-led' phases of learning that occur when a firm moves into a new technology/market base: an exploratory 'vanguard project' phase; a 'project-to-project' phase to capture lessons learned; and a 'project-to-organization' phase when an organization increases its capabilities to deliver many projects. Second, it addresses the 'business-led' learning (within which, the project-led learning is embedded) that occurs when 'top-down' strategic decisions are taken to create and exploit the company-wide resources and capabilities required to perform increasingly predictable and routine project activities.
The existing literature on lean construction is overwhelmingly prescriptive with little recognition of the social and politicised nature of the diffusion process. The prevailing production-engineering perspective too often assumes that organizations are unitary entities where all parties strive for the common goal of ‘improved performance’. An alternative perspective is developed that considers the diffusion of lean construction across contested pluralistic arenas. Different actors mobilize different storylines to suit their own localized political agendas. Multiple storylines of lean construction continuously compete for attention with other management fashions. The conceptualization and enactment of lean construction therefore differs across contexts, often taking on different manifestations from those envisaged. However, such localized enactments of lean construction are patterned and conditioned by pre-existing social and economic structures over which individual managers have limited influence. Taking a broader view, ‘leanness’ can be conceptualized in terms of a quest for structural flexibility involving restructuring, downsizing and outsourcing. From this perspective, the UK construction industry can be seen to have embarked upon leaner ways of working in the mid-1970s, long before the terminology of lean thinking came into vogue. Semi-structured interviews with construction sector policy-makers provide empirical support for the view that lean construction is a multifaceted concept that defies universal definition.
Complexity has been understood in different ways since its (re) introduction into scientific discourse. Therefore, instead of proposing a definition of complexity, we group the existing explanations about it into two distinct categories: descriptive and perceived complexity. The main features of these categories are described and how they arise as the result of the adoption of contrasting epistemologies is discussed. These categories together with their implications for our doing in the world are explored under the rubric of the 'epistemological problem of complexity'. The practical significance of the issues we address, especially as they relate to building capacity for systems practice, understood as a way of managing in situations of complexity, is also of concern. "Even when the individual trees are highly interesting and picturesque, it has use to see what the forest looks like in the large" (Rescher, 199S; xvii).
Some of the world's leading suppliers are developing strategies to move into the provision of innovative combinations of products and services as 'high-value integrated solutions' tailored to each customer's needs. Rather than simply 'moving downstream' into services (as much of the business strategy literature assumes), this paper argues that the provision of integrated solutions is attracting firms--traditionally based in manufacturing and services--to occupy a new base in the value stream centred on 'systems integration'. In addition to an ability to design and integrate systems using internal or external sources of product supply, these firms are developing novel combinations of service capabilities (operations, business consultancy and finance) required to provide complete solutions to each customer's needs. Copyright 2004, Oxford University Press.
Understanding and effecting change in project-based forms of organization is made difficult by the dispersed nature of management practices in such organizations and their effects upon the reinforcement of localized practices and routines that militate against the spread of organization-wide change initiatives. Taking a perspective that is informed by the ‘situated’ approach to knowledge and learning (Lave and Wenger, 1991), this paper focuses in upon the role of organizational routines (Becker, 2004) in constraining or enabling the spread of new management practices within the firm. Drawing upon four case studies of change within UK construction firms, the paper examines the relationship between new and existing management practices and routines, focusing upon the effects of agency and managerial power and influence. Two key dimensions are revealed that influence the nature and extent of change: the extent to which new management initiatives interfere with existing project management practices; and the extent to which they disrupt the balance of power/knowledge within the organization. Implications for understanding and managing change in project-based organization are drawn out and assessed.
Whereas the traditional project management tools provide useful support, their underlying models often seem to bear little relation to actual projects. The traditional approaches tend to assume that if each element of the project can be understood then the whole project may be controlled. However, experience suggests that the interrelationships between the project's components are more complex than is suggested by the traditional work breakdown structure of project network. An alternative view of the project is offered by system dynamics which concentrates on the whole project. The approach emphasises the interrelationships that may be responsible for unexpected overrun and overspend. System dynamics has been applied in a number of projects in diverse industries, providing a basis for a comparison with the traditional approaches. It offers valuable strategic lessons for project management and should be seen as complementary to the detailed operational support supplied by the traditional techniques. This paper contrasts the characteristics of the two approaches and provides an overview of various areas of application of system dynamics in project management. It highlights the distinctive contribution that system dynamics can make to project management, while emphasising that the more traditional techniques still have a vital role.
This paper analyses the development of a new policy instrument as an innovation process in governance. Using the innovation journey concept to track the process in which ‘emissions trading’ emerges as a novel configuration in environmental governance shows how the policy instrument develops dynamics of its own, partly independently of policy problems and goals. These dynamics cut across governance domains, from air pollution policy in the USA to climate policy in the European Union. Interactions across science, policy development and the governance domains in which the instrument is applied prove to be critical for the transition between phases: from options to first developments; to experiments with a prototype; further diffusion; and, finally, the formation of a transnational policy regime. Key factors are openings in existing governance structures, establishment of linkages with contexts of implementation and the generation of momentum through the ‘carbon industry’ as an emerging service economy. Copyright , Beech Tree Publishing.
Variability is common on construction projects and must be managed effectively. New management thinking, like that of lean production, has suggested that better labor and cost performance can be achieved by reducing output variability. Efforts to utilize lean thinking in construction, so far, have generated limited evidence to support this claim. This paper investigates the relationship between variability and project performance to test the notion that reducing output variability will result in improved labor performance. Using productivity data from concrete formwork activities on multiple projects, various measures of output variability are tested against construction performance. It is shown that variability in output is inevitable and that there is little correlation between output variability and project performance, but that variability in labor productivity is closely correlated to project performance. It is concluded that lean improvement initiatives should be redirected to adaptable workforce management capabilities to reduce variability in labor productivity instead of output in order to improve project performance.
Previous work in manufacturing has identified complexity as a relevant topic in this field. However, there is a high diversity of opinions on what complexity is, why it should be measured and how this can be done. This paper aims to contribute to a better understanding of manufacturing complexity and of the relationship between the system’s complexity and its performance. Firstly, we identify the various aspects of manufacturing complexity highlighted in the literature. Secondly, we describe two complementary methods for measuring complexity, and the adaptation and application of these methods in a case study. The issues involved in applying the methods and the insights gained are also discussed. The main criteria considered in assessing the two methods are: methodology, costs, feasibility, type of information required, and the type of results they provide. We conclude by outlining the requirements that a complexity assessment method must meet in order to address all the complexity issues identified.
The paper presents an investigation of the creation and the reconfiguration of project management offices (PMOs) as an organisational innovation. The analysis of 11 organisational transformations centred on the implementation or reconfiguration of PMOs is presented. The objective of the paper is to contribute to a better understanding of PMOs and of the dynamic relationship between project management and the organisational context. The aim is also to integrate the examination of PMOs as an organisational innovation into the mainstream of research on the place of project management in organisations and more widely to the “rethinking of project management.”
From the Publisher:Organizations are struggling for greater return on their multibillion-dollar technology and project-related investments. Individual projects may be useful, but when examined collectively, they often work at cross-purposes, duplicate each other's efforts, or aim for obsolescing business objectives. And all are competing for scarce resources. In today's earnings-driven business environment, companies must look to their portfolios to better deliver on objectives and propel the organization forward. Based on their experience with a variety of companies, authors Cathleen Benko and distinguished professor F. Warren McFarlan have developed an alignment approach that better connects an organization's project portfolio to its corporate objectives in a manner responsive to today's unpredictable environment. Connecting the Dots provides a scalable framework and practical tools for better aligning a company's: (1) project portfolio with its objectives; (2) individual projects with each other; and (3) portfolio and objectives with the volatile environment. Better-aligned companies enhance business/technology performance by increasing shareholder value and confidence and improving the portfolio's return on investment. This in-the-trenches guidebook helps companies capture this latent value while building a more adaptive organization. Author Biography: Cathleen Benko is Braxton's Global e-Business Leader. F. Warren McFarlan is the Senior Associate Dean and Albert H. Gordon Professor of Business Administration at Harvard Business School.
Phased construction and fast-tracking have received considerable attention in recent years and have been synonymous with the development of new project delivery systems under the professional construction management approach. Many articles and even textbooks have described only the advantages of these popular methods. Despite the differences between the two approaches, outlined in this paper, they are still being referred to interchangeably by construction professionals. Through a case study, this paper also identifies the potential disadvantages of the fast-track technique. Problem areas associated with the implementation of this technique are identified and further ranked with respect to their frequency observed on 28 fast-track construction contracts. A delay analysis shows the impact of this accelerated technique on construction activities. The far-reaching effects of mistakes during the early design/engineering phase in a fast-track programme are usually underrated. Accelerating a project through fast-tracking is a major decision, and construction professionals are often not aware of its implications. Based on the case study examined in this paper and other fast-track constructions previously analysed, trouble areas requiring special attention have been depicted and recommendations with regard to the effective use of this technique are presented. It has also been shown that unless considerable attention is directed to problem areas, particularly those related to design, such a popular accelerated technique could result in unexpected delays.
Sources of Power Power versus Influence Forms of Influence Developing Influence Skills Block's Framework Negotiation Skills What Is Negotiation? Preparation for Negotiation Team Organization Negotiating Strategies Choosing a Strategy The Feasibility of Problem Solving The Feasibility of Contending The Feasibility of Inaction and Withdrawing The Feasibility of Concession Making The Feasibility of Compromising Summary References
This paper presents a structured approach to grounded theory-building. It is aimed at ‘mode 2’ (Gibbons et al., 1994) management researchers, in particular those who analyse recollections of past events, often recorded in interview data, to develop explanations of management action. Two characteristics of mode 2 enquiry - transdisciplinarity and an emphasis on tacit knowledge - make grounded theory potentially attractive to mode 2 researchers. However, the approach offered here differs in two important ways from the much-cited universal grounded theory model originated by Glaser and Strauss (1967) and later proceduralized by Strauss and Corbin (1990). First, it acknowledges that the form of theories of management action which will satisfy the contemporary demands of mode 2 research is different from the form of integrated sociological theory for which the original grounded theory approach was developed. Second, it takes account of differences between the ontological assumptions underlying the use of retrospective data for analysing management action, and those associated with participant observation, the pivotal strategy of grounded theory's symbolic interactionist roots. The result is a simplified, more direct approach which works for the specific purpose of generating useful, consensually valid theory.
The widespread use of programme management has outpaced our ability to grasp and codify a complex and subtle phenomenon. The dominant perspective of programme management is essentially project-based, tending to view programme management as an extension of project management. The most comprehensive and widely used programme management framework in the UK, Managing Successful Programmes, is published and used by the Office of Government Commerce, and purports to be pragmatic guidance in the form of key principles and techniques. This paper describes research on the actual practices used on programmes in commercial and UK public sector organisations. Using Managing Successful Programmes as a template for the data collection and analysis, we studied six programmes. Even in cases where Managing Successful Programmes was the mandated approach, the processes and techniques were not consistently applied, rather elements of the framework were selectively chosen and adapted. The research revealed significant and on-going crafting of programme content, structures and processes to reconcile divergent aims and interests, to expedite progress in the face of adversity and to engage multiple sponsors, contributors and stakeholders. The research highlighted the importance and influence of context, namely the dynamic cultural, political and business environment in which the programmes operate, and the organisationally embedded nature of programme management.
Companies frequently opt to implement standardized project management (SPM), which can be defined as a standardized set of project management practices. These companies expect that such an approach will carry significant potential for improving project performance. To investigate this potential, we undertook an exploratory study into the impact of SPM on project performance in development projects in high-velocity industries. Our research started with the qualitative method using case study research to identify the major factors in SPM efforts on the organizational project management level (as opposed to the individual project level). Then, we developed hypotheses based on these factors and performed hypothesis testing to identify factors that impact project success. In addition, we conducted the follow-up interviews to enrich and refine our findings. Three major findings came out of this study. First, the variables of SPM tools, leadership skills, and process showed themselves to be of higher interest to standardization than the other independent variables because they may impact project success; second, these variables of higher interest are typically customized to fit the strategic purpose of the company; and third, companies tend to standardize project management practices only to a certain level.
The Architecture, Engineering and Construction (AEC) industry, like many others, is increasingly aware of the need to improve efficiency and effectiveness to thrive in an increasingly competitive marketplace. A key discovery in their search for improvements is the benefits of repeatability in both processes and products. However, although the latter has seen significant advances, such as the adoption of pre-assembly and standardised components and systems, the industry has experienced far greater difficulties identifying ways of capturing, understanding, and replicating work processes. The identification and removal of waste from the process can only be achieved once the process has been captured. Their repeated use and development, combined with analysis with the Analytical Design Planning Technique, enable the improvement of work practices and culture in terms of integration, decision-making and reductions in re-work.
We analyze how uncertain future US carbon regulations shape the current choice of the type of power plant to build. Our focus is on two coal-fired technologies, pulverized coal (PC) and integrated coal gasification combined cycle technology (IGCC). The PC technology is cheapest—assuming there is no need to control carbon emissions. The IGCC technology may be cheaper if carbon must be captured. Since power plants last many years and future regulations are uncertain, a US electric utility faces a standard decision under uncertainty. A company will confront the range of possible outcomes, assigning its best estimate of the probability of each scenario, averaging the results and determining the power plant technology with the lowest possible cost inclusive of expected future carbon related costs, whether those costs be in the form of emissions charges paid or capital expenditures for retrofitting to capture carbon. If the company assigns high probability to no regulation or to less stringent regulation of carbon, then it makes sense for it to build the PC plant. But if it assigns sufficient probability to scenarios with more stringent regulation, then the IGCC technology is warranted. We provide some useful benchmarks for possible future regulation and show how these relate back to the relative costs of the two technologies and the optimal technology choice. Few of the policy proposals widely referenced in the public discussion warrant the choice of the IGCC technology. Instead, the PC technology remains the least costly. However, recent carbon prices in the European Emissions Trading System are higher than these benchmarks. If it is any guide to possible future penalties for emissions in the US, then current investment in the IGCC technology is warranted. Of course, other factors need to be factored into the decision as well.
Companies innovating in dynamic environments face the combined challenge of unforeseeable uncertainty (the inability to recognize the relevant influence variables and their functional relationships; thus, events and actions cannot be planned ahead of time) and high complexity (large number of variables and interactions; this leads to difficulty in assessing optimal actions beforehand).
There are two fundamental strategies to manage innovation with unforeseeable uncertainty and complexity: trial and error learning and selectionism. Trial and error learning involves a flexible (unplanned) adjustment of the considered actions and targets to new information about the relevant environment as it emerges. Selectionism involves pursuing several approaches independently of one another and picking the best one ex post.
Neither strategy nor project management literatures have compared the relative advantages of the two approaches in the presence of unforeseeable uncertainty and complexity. We build a model of a complex project with unforeseeable uncertainty, simulating problem solving as a local search on a rugged landscape. We compare the project payoff performance under trial and error learning and selectionism, based on a priori identifiable project characteristics: whether unforeseeable uncertainty is present, how high the complexity is, and how much trial and error learning and parallel trials cost. We find that if unforeseeable uncertainty is present and the team cannot run trials in a realistic user environment (indicating the project's true market performance), trial and error learning is preferred over selectionism. Moreover, the presence of unforeseeable uncertainty can reverse an established result from computational optimization: Without unforeseeable uncertainty, the optimal number of parallel trials increases in complexity. But with unforeseeable uncertainty, the optimal number of trials might decrease because the unforeseeable factors make the trials less and less informative as complexity grows.
In contrast to the punctuated equilibrium model of change, this inductive study of multiple-product innovation in six firms in the computer industry examines how organizations engage in continuous change. Comparisons of successful and less-successful firms show, first, that successful multiple-product innovation blends limited structure around responsibilities and priorities with extensive communication and design freedom to create improvisation within current projects. This combination is neither so structured that change cannot occur nor so unstructured that chaos ensues. Second, successful firms rely on a wide variety of low-cost probes into the future, including experimental products, futurists, and strategic alliances. Neither planning nor reacting is as effective. Third, successful firms link the present and future together through rhythmic, time-paced transition processes. We develop the ideas of "semistructures," "links in time," and "sequenced steps" to crystallize the key properties of these continuously changing organizations and to extend thinking about complexity theory, time-paced evolution, and the nature of core capabilities.
Construction production planning is a paramount preoccupation of contractors and the process is rapidly increasing in difficulty with a continuous loss in confidence by clients. Today, one of the difficult issues facing practitioners in planning is that of a continuous increase in the complexity of construction projects. There seems to be no available tool or technique for assessing project complexity; consequently practitioners tend to neglect or subjectively assume its effect on project managerial objectives. This paper proposes an approach that measures the complexity of the production process in construction. The approach enables the construction practitioner to focus his or her attention on the issue of project complexity from the beginning through to the end of a project. By using a literature search and structured interviewing of practitioners, the paper has defined project complexity and identified the factors that influence its effect on project success in relation to estimated production time and cost.
Connecting The Dots: Aligning Projects with Objectives in Unpredictable Times
- References Benko
- C Mcfarlan
References
Benko, C., Mcfarlan, F. W., 2003. Connecting The Dots:
Aligning Projects with Objectives in Unpredictable
Times, Harvard Business School Press, Boston.
Constrcution Client Multi-Project -A complex Adaptive Systems Perspective
- Dr
- Karim Lecturer
Dr. Azharul Karim
Lecturer, Queensland
University of Technology
Brisbane, Australia
References
Aritua, Bernard, Nigel Smith and Denise
Bower. 2008. "Constrcution Client
Multi-Project -A complex Adaptive
Systems Perspective." International
Journal of Project Management 27.
- G Ballard
Ballard.G. 2000.
"Phd Thesis" In Univeristy og Birmingham.
International Construction Project Management: General Theory and Practice
- J Bennett
Bennett, J. (1991)
International Construction Project Management:
General Theory and Practice, Butterworth -Heinemann, Oxford.
Overview of RGGI CO2
Budget Trading Program (2007)
Overview of RGGI CO2, Regional Greenhouse Gas
Initiative, Inc.
Obama's Cap-and-Trade Plan, BusinessWeek
- J Carey
Carey, J. (2009)
Obama's Cap-and-Trade Plan, BusinessWeek,
March 2009.
Theories of complexity -common denominators of complex systems
- D Chu
- R Strand
- R Fjelland
Chu, D., Strand, R., and Fjelland, R. (2003)
"Theories of complexity -common denominators
of complex systems." Essays & Commentaries:
Theories of Complexity 8(3): 19-30.
The effect of simple overlap of the stages or elements of construction and project complexity and production time
- K I Gidado
Gidado, K. I. (1992)
"The effect of simple overlap of the stages or elements of construction and project complexity and
production time." Proceedings of the 8th Annual
Conference of the ARCOM, Douglas, Isle of Man.
September, 307-317.
Buildability -the Construction Contribution
- C Gray
Gray, C. (1983)
Buildability -the Construction Contribution, The
Chartered Institute of Building.
Project Management for Construction -Fundamental Concepts for Owners, Engineers, Architects and Builders
- C Hendrickson
Hendrickson, C. (2000)
Project Management for Construction -Fundamental Concepts for Owners, Engineers, Architects
and Builders, 2nd edition, Prentice Hall.